Employee & Labor Relations

Source: PDF pp. 445-446 ↗ · raw: 445 · 446

Breadcrumb: Service Area Summaries > City Operations > Bureau of Human Resources > Employee & Labor Relations

City of Portland Fiscal Year 2026-27 Proposed Budget City Operations > Bureau of Human Resources > Employee & Labor Relations Employee & Labor Relations Budget Revenues by Fund 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed Internal Revenues $4,365,023 $4,701,317 $5,142,902 $5,858,780 General Fund $4,365,023 $4,701,317 $5,142,902 $5,858,780 Grand Total $4,365,023 $4,701,317 $5,142,902 $5,858,780 Program Expenses by Major Object Program expenses only include personnel, internal materials and services, external materials and services, and capital. 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed External Materials and $18,288 $44,011 $37,000 $17,000 Services Internal Materials and $19,440 $20,666 $13,917 $19,010 Services Personnel $4,553,881 $4,900,161 $5,091,985 $5,822,770 Grand Total $4,591,609 $4,964,838 $5,142,902 $5,858,780 Program Description and Goals Employee Relations provides people-centered consultation to aid in equitable and inclusive decision making to achieve excellence in employee experiences and organizational effectiveness Citywide. Employee Relations assists bureaus in reviewing processes, practices, procedures, and policies for legal compliance and through a lens that promotes well-being and trauma-informed outcomes for all City employees. Labor Relations strategically prepares for negotiations, responds to grievances, and is a collaborative partner to 14 employee bargaining units. Labor Relations helps bureaus comply with the City's labor agreements through management training and guidance on contract provisions. Employee and Labor Relations guides City Council's goal to deliver municipal services with the City's core values as the compass. Support is demonstrated by planning thoughtful labor negotiation strategies, providing targeted management and elected official training, fiscal responsibility, and increasing workforce productivity through performance management efforts. 445

City of Portland Fiscal Year 2026-27 Proposed Budget https://employees.portland.gov/human-resources/employee-relations ↗ https://employees.portland.gov/human-resources/labor-relations ↗ Services Employee Relations - Conduct EEO investigations; guide non-EEO investigations; Advise on corrective action/discipline; Administer and lead the City's performance review process; Reasonable accommodations (ADA, PWFA, Title VII); Training and advice for managers and supervisors on personnel management issues; 2.02 training (for all employees); Layoffs - budgetary, loss of certification, medical; Communicate and support Citywide personnel initiatives; advise on bureau-level personnel initiatives. Labor Relations - Successor CBA Bargaining; Interim Bargaining; Grievance Procedure Management; Drug & Alcohol Testing Program; Civil Service Board Program; Professional Development Fund Approval/Request Process; Discipline Removal Process; CBA Interpretation; CBA Contract Implementation Training; Union Dues Reports. Equity Impacts The efforts and strategies within Employee and Labor Relations focus on diversity, equity, and inclusion, removing barriers and marginalization of communities of color and persons with disabilities by working to provide access to employment, resources, and opportunity, while mitigating disproportionate complaints, investigations, and discipline. The team also identifies and facilitates accommodations for City employees in accordance with ADA Title I. This program area is responsible for providing guidance to managers on all aspects of personnel management, and anti- harassment training for every City employee, as well as serving as the City's decision-making authority for all workplace accommodations. In addition, HR Business Partners are tasked with investigating all claims of discrimination, harassment, and retaliation that are brought forward ensuring that all City staff work in a safe, supportive, equitable and inclusive environment. Changes to Program The Labor Relations team has seen a dramatic rise in interim bargaining with its labor unions, resulting in near perpetual bargaining year-round. In addition, the Labor Relations team has seen an increase in “micro units” across the City, adding three new contracts in recent years. Labor organizations also have grown their membership by organizing several new formerly non-represented City staff into their units. There is also an increase in unionizing areas within City of Portland bureaus that have historically been off limit to unions such as BOEC Supervisors, City Attorney Office Staff and Elected Officials Council Staff. Furthermore, the City's financial downturn has created challenges in the way successor agreements are negotiated. Labor Relations gained one FTE in 2025 (Analyst IV) as a result of realigning positions from the closed People and Culture program offer. In FY 2025-26, Employee Relations experienced a significant staffing shortage. There are thirteen HRBPs and three managers who can perform HRBP duties in the City, which in ordinary times is still fewer than needed. Of those sixteen, five were out for months at a time due to protected leave needs and a temporary appointment—nearly a third of the staff. It has not been possible to meet expectations for responsiveness and turnaround time. The team has implemented some time-saving measures to account for reduced staff, but these have had an impact on other workgroups. BHR's Workforce Recruitment, Class Comp, and Labor Relations teams have all agreed to take on some of the usual Employee Relations workload, but they too have full workloads already. Employee Relations anticipates lowered ratings from customers on its annual stakeholder survey. 446

Parent: Bureau of Human Resources · PDF: pp. 445-446 ↗